KELLY GLOBAL WORKFORCE INDEX®

D E C 2 0 1 4

2 3 0 , 0 0 0 P E O P L E

3 1 C O U N T R I E S

WORKER PREFERENCES AND WORKPLACE AGILITY

2Kelly Global Workforce Index®

GLOBALLY SAY THEY ARE WILLING MOVE FOR THE RIGHT JOB

WILLING TO MOVE TO ANOTHER COUNTRY

71%

IDEAL WORK ENVIRONMENT:

1

Flexible work arrangements2

Exposure to the latest technologies and equipment3

Culture of innovation4

57%

A FLEXIBLE SCHEDULE

36%

WORK-LIFE BALANCE

52%

WORKERS WILL CONSIDER GIVING UP HIGHER PAY FOR:

APAC

Collaborative environment

21%

EMEA

17%

WILLING TO MOVE TO ANOTHER CONTINENT

APAC

18%

EMEA

21%

WILLING TO MOVE TO ANOTHER STATE OR REGION

APAC

8%

EMEA

11%

WILLING TO MOVE TO ANOTHER CITY OR TOWN

APAC

13%

EMEA

12%

34% OF THOSE WHO MIGHT BE INTERESTED IN MOVING TO A DIFFERENT PART OF THE GLOBE SAY THEIR DESTINATION OF CHOICE IS EUROPE.

THE OPPORTUNITY TO LEARN NEW SKILLS

2

3Kelly Global Workforce Index®

4 Where do employees really like to work?

09 Why employer size, location and track record all matter

13 Making the shift for work

16 Flexibility and agility

19 Looking in the mirror

20 How Kelly can help

CONTENTS

The Kelly Global Workforce Index®

(KGWI) is an annual global survey

revealing opinions about work and

the workplace. Almost 230,000

people across the Americas; Europe,

the Middle East and Africa (EMEA);

and Asia Pacific (APAC) regions

responded to the 2014 survey.

The topics covered in the 2014

KGWI survey include:

• Engaging active and

passive job seekers

• Career development

• The candidate experience

from hiring to on-boarding

• Worker preferences and

workplace agility.

This fourth instalment, Worker

Preferences and Workplace Agility,

canvasses the value that employees

attach to key elements of their

work, including skills, flexible work

arrangements, and even the idea

of socially conscious work.

Employees also give a clue as to why

they are drawn to some organizations

and not others – shedding light on why

an employer’s geographic location,

size, and management structure all

play a part in talent selection.

THE KELLY GLOBAL WORKFORCE INDEX 2014

4Kelly Global Workforce Index®

While there’s no mistaking that pay

is a key driver of candidate attraction

and employee retention, workers

also prioritize their professional

growth and personal fulfilment.

What a company looks like and how

it feels to work there, all make a

difference to empowered employees.

Also, views and expectations surrounding

non-traditional work styles and

arrangements are shifting, and these can

provide employers with an edge in the

competition to attract the best people.

Employers looking to retain talent

might consider the trade-offs that could

hold appeal for their employees.

It is extremely important to ensure a

company’s compensation and benefits

plans are competitive, but retaining

workers also involves giving employees

opportunities to improve their work–life

balance, offering them flexible work

arrangements, and providing clear plans

for their further training and development.

Where do employees really like to work?The main features that make an organization attractive to candidates

are seldom voiced in formal recruitment processes, but employees

hold firm views about where they want to work, and why.

5Kelly Global Workforce Index®

The most attractive companies

offer more than competitive

pay and benefits. They offer the

opportunity to develop skills and

a clear pathway for progression.

Indeed, learning new skills may be

worth more than higher pay and/or

career growth or advancement for many

employees.

More than half (57%) of employees

globally say they may be prepared to

give up higher pay and/or career growth

or advancement to learn new skills.

The willingness to trade off pay for skills

is greater in APAC (66%) than it is in

EMEA (57%).

Certain countries stand out for workers’

willingness to sacrifice remuneration

to gain skills, notably India (81%),

Indonesia (78%), Thailand (74%) and

Portugal (72%).

How likely would you be to give up higher pay and/or career growth or advancement for the opportunity to learn new skills? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR SKILLS

0

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GlobalGermanyRussiaHungaryIrelandFranceSingaporeNorwayNetherlandsItalyNew ZealandUnited KingdomSwitzerlandAustraliaSwedenBelgiumChinaDenmarkMalaysiaPolandPortugalThailandIndonesiaIndia

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GlobalGermanyRussiaHungaryIrelandFranceSingaporeNorwayNetherlandsItalyNew ZealandUnited KingdomSwitzerlandAustraliaSwedenBelgiumChinaDenmarkMalaysiaPolandPortugalThailandIndonesiaIndia

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APACEMEA

GLOBAL AVERAGE: 57%

EMEA AVERAGE: 57%

APAC AVERAGE: 66%

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6Kelly Global Workforce Index®

Employees value not only

skills development but also

flexibility in the way they work.

More than a third globally (36%) say

they would be prepared to give up

higher pay and/or career growth or

advancement for a more flexible

work schedule.

Considerably more employees in

APAC (48%) are willing to make these

pay and advancement sacrifices than

in EMEA (31%).

How likely would you be to give up higher pay and/or career growth or advancement for a more flexible work schedule? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR FLEXIBLE WORK SCHEDULE

0

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GlobalRussiaFranceIrelandGermanyPolandNetherlandsItalyHungarySwedenUnited KingdomPortugalNorwaySwitzerlandChinaBelgiumNew ZealandAustraliaDenmarkSingaporeMalaysiaThailandIndiaIndonesia

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APACEMEA

0%

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70%

GlobalRussiaFranceIrelandGermanyPolandNetherlandsItalyHungarySwedenUnited KingdomPortugalNorwaySwitzerlandChinaBelgiumNew ZealandAustraliaDenmarkSingaporeMalaysiaThailandIndiaIndonesia

GLOBAL AVERAGE: 36%

EMEA AVERAGE: 31%

APAC AVERAGE: 48% IN

DO

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7Kelly Global Workforce Index®

How likely would you be to give up higher pay and/or career growth or advancement for a greater work/life balance? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR WORK–LIFE BALANCE

Improving their work–life balance is

also important to employees. A total

of 52% globally say they would be

prepared to give up higher pay and/

or career growth or advancement for a

better work–life balance.

The premium on work–life balance is

considerably greater in APAC where

65% of workers would be likely to make

such a sacrifice, a higher percentage

than in EMEA (48%).

0

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GlobalRussiaPolandNorwaySwedenIrelandGermanyFrancehugnaryItalyNetherlandsBelgiumUKDenmarkNew ZealandAustraliaSwitzerlandSingaporePortugalChinaMalaysiaIndiaThailandIndonesia

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APACEMEA

GlobalRussiaPolandNorwaySwedenIrelandGermanyFrancehugnaryItalyNetherlandsBelgiumUKDenmarkNew ZealandAustraliaSwitzerlandSingaporePortugalChinaMalaysiaIndiaThailandIndonesia

GLOBAL AVERAGE: 52%

EMEA AVERAGE: 48%

APAC AVERAGE: 65%

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8Kelly Global Workforce Index®

There is also a group of employees

who are attracted by work that is

socially fulfilling, and who are willing

to give up pay and/or promotional

opportunities to fill such roles.

More than a quarter globally (29%)

say they would be likely to give up

higher pay and/or career growth

or advancement for an opportunity

to perform more socially conscious

work. The proportion likely to do so is

considerably higher in APAC (37%) than

in EMEA (27%).

How likely would you be to give up higher pay and/or career growth or advancement for an opportunity for more socially conscious work? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR SOCIALLY CONSCIOUS WORK

GLOBAL AVERAGE: 29%

EMEA AVERAGE: 27%

APAC AVERAGE: 37%

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GlobalGermanyRussiaIrelandDenmarkNorwayItalyFranceAustraliaSwedenPolandHungarySingaporeUKSwitzerlandNetherlandsNew ZealandMalaysiaBelgiumPortugalThailandChinaIndiaIndonesia

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9Kelly Global Workforce Index®

The characteristics of an organization

– its geographic footprint, size,

type and record of achievement –

also factor into the equation.

A significant number of employees

globally say the most appealing

companies to work for are large or

mid-sized, or established firms with a

global presence. However, there are

marked variations across the globe.

Why employer size, location and track record all matterAttracting and retaining employees goes beyond offering competitive

pay, a good work–life balance and advancement opportunities.

10Kelly Global Workforce Index®

Globally, a significant portion

of employees (42%) say they

have no preference about the type of

organization they work for – whether it’s

a global company, a national company

(operating in a single country), or a

regional company (operating in a

single region within a single country).

However, more than a third (35%)

would prefer to work for a global

company – approximately three

times as many as would prefer to

work for a national company (13%)

or a regional company (10%).

The worker preference for global

companies is most pronounced in APAC

(62%) compared with EMEA (44%).

What type of company do you most prefer to work for? (%, by region)

PREFERRED EMPLOYER ORGANIZATION GEOGRAPHIC FOOTPRINT

Global company

No preference

National company

Regional company

EMEA APAC

62%10%4%

24%44%13%

8%

35%

11Kelly Global Workforce Index®

W hen it comes to the size of the

organization an employee works

for, the largest percentage globally 41%)

says it doesn’t matter.

However, more than a quarter (27%) are

drawn to mid-sized companies (50–1,000

employees) and almost as many (23%)

prefer large companies (more than

1,000 employees). Only 9% prefer small

businesses (less than 50 employees).

APAC sees a clear preference for

large (35%) and medium-sized

companies (31%).

In EMEA, more than a third of workers

(36%) don’t have a preference, but

medium-sized firms (30%) hold sway over

large firms (23%).

Small businesses are the preferred

choice of just 11% of workers in EMEA

and 8% in APAC.

What type of company do you most prefer to work for? (%, by region)

PREFERRED EMPLOYER ORGANIZATION SIZE

Large company (more than 1,000 employees)

No preference

Mid-sized company (50–1,000 employees)

Small business (less than 50 employees)

EMEA APAC

35%31%8%

25%23%30%11%

36%

12Kelly Global Workforce Index®

When it comes to the types of

organizations that employees like

to work for, there is a leaning toward

firms with an established presence.

While 38% of workers globally have no

preference, 41% say they want to work

for a business that is established, with

some longevity.

Workers’ preference for established

companies is notable in both EMEA

(46%) and APAC (44%).

Fortune 100 or Fortune 500 companies

are only preferred by 11% of workers

in EMEA, but by a much stronger

27% in APAC.

Start-up firms are preferred by only

6% of workers in each region.

What type of company do you most prefer to work for? (%, by region)

PREFERRED EMPLOYER ORGANIZATION TYPE

No preference

Established company with longevity

Fortune 100 or Fortune 500 company

Start-up company/micropreneur

EMEA APAC

23%27%6%

44%37%11%

6%

46%

13Kelly Global Workforce Index®

Making the shift for workIs it too much to ask employees to travel to find the right work?

Apparently not – a surprising number

of workers are ready to relocate,

often considerable distances, to

secure the work they want.

Firms that understand their relative

attraction as a work destination and

know their target demographic will

be in a better position to entice

talent to relocate for work.

14Kelly Global Workforce Index®

Arelatively high degree of labor

mobility is inherent in the

workforce, with a total of 71% of

workers globally saying that they

would be ready to move for the right

job – 18% to another city/town, 16% to

another state/region/province, 14% to

another continent, 12% within the same

region, and 11% to another country.

Only 22% of workers in APAC and 27%

in EMEA are not prepared to move.

In APAC, many workers are very

willing to relocate for work, with

21% prepared to move to another

country, and 19% within the same

country/district/province.

In EMEA, 21% say they would

be prepared to move to another

continent for the right job.

How far would you be prepared to move for the right job? (%, by region)

WILLINGNESS TO MOVE FOR WORK

0% 5% 10% 15% 20% 25% 30%

Another country

Within the same country/district/province

Another continent

Another state/region/province

Another city/town

Not willing to move

EMEA

APAC

GLOBAL

15Kelly Global Workforce Index®

PREFERRED REGION TO WORK

Europe stands out as the destination

of choice for employees who

would consider moving to a different

part of the globe for work, chosen by

more than a third (34%) of respondents

globally, 22% nominate North America.

Asia Pacific attracts only 7%, followed

by South America (5%), and Africa

and the Middle East (both 2%).

EMEA workers most often gravitate

toward their own continent (48%),

while those in APAC most often choose

Europe (33%), followed by Asia Pacific

(26%) and North America (17%).

Aside from your own region, which part of the globe would you most want to work in? (%, by region)

EUROPE NORTH AMERICA ASIA PACIFIC SOUTH AMERICA AFRICA MIDDLE EAST

EMEA

APAC

GLOBAL

0%

10%

20%

30%

40%

50%

16Kelly Global Workforce Index®

Flexibility and agilityIn choosing the best place to work, employees are

focusing on the way that work is structured, and the type

of management that will oversee their activities.

The once-standard ‘nine-to-five’

work arrangement has given way to

variations of contract and flexible work,

and there are many employees who

willingly embrace these choices.

Also the type of management in place

in an organization may well be out

of employees’ control, but workers

do understand the distinctions in

management style, and gravitate to

firms that offer the most stimulating

workplace environment.

17Kelly Global Workforce Index®

THE APPEAL OF NON-TRADITIONAL EMPLOYMENT

A recent phenomenon of the

contemporary workplace is the

emergence of various alternatives to

the traditional form of employment.

Typical of these are freelancers,

temporary employees, contract

employees, independent contractors,

project-based Statement of Work

contractors, and entrepreneurs and

business owners.

Globally, more than two-in-five

employees (43%) express an interest in

non-traditional or flexible employment.

Those in APAC (46%) are more likely

to be interested in non-traditional or

flexible employment than workers in

EMEA (36%).

To what degree are you interested in non-traditional or flexible employment? (% “very interested” and “interested,” by region)

36%

EMEA

46%

APAC

43%GLOBAL

18Kelly Global Workforce Index®

IDEAL EMPLOYEE WORK ENVIRONMENT

The workplace has many variations

– virtual teams, collaborative

environments with cross-functional

teams, flexible arrangements,

risk–reward based environments,

and those characterized by the latest

technology and equipment.

The ideal work environment for

employees is one that offers

collaboration (57%) and flexible work

arrangements (54%).

Workers also want exposure to the latest

technologies and equipment (44%), to

be part of a culture of innovation (39%)

and to be in virtual teams (37%).

By region, collaborative workplaces

are highly attractive to those in both

APAC (62%) and EMEA (60%).

Flexible work arrangements are more

attractive to those in APAC (60%) than

in EMEA (43%).

Your ideal work environment would include which of the following features? (% by region, multiple responses allowed)

0% 10% 20% 30% 40% 50% 60% 70%

Highly individualized, with limited teamwork and collaboration

Competitive, where rewards and risks are high

Traditional hierarchical structure

Matrix structure

Traditional work arrangements, 9–5 schedules

Rapid pace with constant change

Virtual teams

Exposure to the latest technologies and equipment

Highly collaborative environment (cross-functional teams)

EMEA

APAC

Global

Culture of innovation and creativity where the status quo is challenged

19Kelly Global Workforce Index®

It is important for organizations to

understand the attributes that are

attractive to prospective employees.

Firms need to be able to assess their

relative appeal as an employer to set their

recruitment and retention strategies.

The KGWI shows that organization

type, size, location, and managerial

structure all carry weight with employees

in deciding where to work, and these

have a direct bearing on the level of

remuneration and other benefits on offer.

Firms with less appeal to employees

may need to offer a premium, while

the most sought-after companies can

probably afford to be less generous

than the market as a whole.

A firm’s managerial style, culture and

structure can also be important to

prospective employees. It’s something

that most candidates might not appreciate

from the outside, and something that many

organizations don’t use as a selling point.

A culture that is collaborative, creative

and team-oriented, and has access to

leading edge technologies, may well

be a strong point of differentiation.

There are certain things that employers

can do to better understand and

leverage their position in the market:

• Conduct an employee ‘attraction’

test that will identify the relative

appeal of the organization in terms of

its type, size, location, track record,

and organizational structure.

• Undertake an audit of the

‘non-work’ features of the organization

that could be attractive to an

employee or candidate and consider

how they could be embedded

in the employment offering.

• Encourage employees to identify

particular interests, such as lifestyle,

family, recreation, or other pursuits that

may provide an opportunity to inject

flexibility into the work schedule.

• Harness the positive features of

the organization to extend the

recruiting footprint to cities, regions,

or even countries where skills in

demand may be more plentiful.

CONCLUSION

Looking in the mirror

20Kelly Global Workforce Index®

How Kelly can helpKelly Services aims to understand the factors that drive the recruitment process

and bring insights that help to find the best talent for every employer.

Understanding the motivations of

employees and the needs of employers

is a critical element in this. We know

that just as employers have different

requirements, employees bring their

own values, styles, and needs.

One of the important aspects highlighted

by the KGWI survey is the diversity

of views among talent regarding the

most desirable places to work, as well

as distinct preferences for particular

organizational styles and types.

Kelly’s global presence, knowledge, and

experience helps us to better appreciate

these traits, and to help organizations

and employees achieve the optimum

fit. Knowledge of local markets, industry

sectors, and skills availability is crucial.

In a world where talent is increasingly

mobile, it is more important than ever

to reach into markets and regions where

skills can be harnessed to maximize

productivity and profitability.

21Kelly Global Workforce Index™

ABOUT THE KELLY GLOBAL WORKFORCE INDEX

The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions

about work and the workplace. Approximately 230,000 people across the Americas;

Europe, the Middle East and Africa (EMEA); and Asia Pacific (APAC) regions responded to

the survey. The survey was conducted online by RDA Group on behalf of Kelly Services.

EXIT

An Equal Opportunity Employer. © 2014 Kelly Services

kellyservices.com

ABOUT KELLY SERVICES®

Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions.

Kelly® offers a comprehensive array of outsourcing and consulting services as well as

world-class staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients

around the globe, Kelly provided employment to approximately 540,000 employees in 2013.

Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook, 

LinkedIn and Twitter. Download The Talent Project, a free iPad® app by Kelly Services.